STRATEGIC MANAGEMENT
School of Management
University of Texas at Dallas
Spring 2005
Instructor: Professor Tevfik Dalgic
Office: SM 4.416
Tel: 972-883-2770
Fax: 972-883-2799
Email: tdalgic@utdallas.edu
TA: To be announced later
| Course Information | Course Materials | Course Structure |
Technical Requirements | Course Access |
| Communications | Student Assessment | Course Outline |
Course Evaluation | Scholastic Dishonesty|
COURSE INFORMATION
Mission of the Course
The basic purpose of the course is to provide the student
broad insights into the practice of strategic management, and its real
significance in contemporary multi-national corporations.
A second purpose is to provide insights into the
decision-making activities of senior general managers, who in any organization
are responsible for the formulation of strategy, even though this process
typically requires inputs from many levels of the organization. Emphasis
throughout the course will be on the essential guiding influences which
determine the future of the modern corporation. To exert these influences, the
general manager must possess knowledge, expertise, and perspective different
from those which are appropriate for the functional manager at lower levels.
The subject material of the course has in the past been
viewed as a capstone with the primary purpose of integrating the functional
skills which students have developed in their disciplines. However, in the past
ten years the subject has developed a substantive content of its own. This
content focuses upon the concepts of corporate-level and business-level
strategies, and upon the processes of formulating and implementing strategy.
The study of strategy can offer several useful insights to
the MBA student. Among these:
• Students
can improve their ability to analyze unstructured situations, and to formulate
and evaluate alternatives in the face of uncertain and dynamic situations.
• They can
augment their understanding of the corporation as a holistic system, with its
many functional segments interacting with its total environment.
• They can
increase their insights into entrepreneurial thinking--their cognizance of
opportunity, and how it is converted into value.
• They can
assess how the new e-business environment is changing the strategic management
of companies.
• They can
develop their understanding of management values, and how these values relate
to the strategic direction of the firm.
• Most
importantly, students can improve their confidence and their capacity to
envision the longer-term future of their firm within its environment, and
thereby to define meaningful strategic goals and objectives.
Prerequisites: OB 6301 and FIN 6301, or consent of
instructor.
COURSE STRUCTURE
• Power
Point presentations related with the subjects supported with audio presention
of Professor Dalgic
• Online
Videos-Including Professor Michael Porter’s ground beaking Competitive Strategy
lectures-Please note these videos are only complimentary and designed to
support the lectures and the subjects.
• End of
the Chapter Quizzes
• Four
Audio Teleconferences: one with the Professor and three with Guest
Speakers-Professor S. Tamer Cavusgil of Michigan State University, Professor Steven Phelan of University of
Nevada, Las Vegas and Professor Greg Dess of UTD; co-author of the textbook.
• Group
Case Project
• Midterm
and Final Exam
COURSE MATERIALS
The adopted textbook for the course is:
Strategic Management:2nd. Edition- Gregory G. Dess and G.T.
Lumpkin, Marilyn L. Taylor,
McGraw-Hill/Irwin, 2005, ISBN 0-07-287290-X.
A Strategic Management Custom case package which includes 10
cases is also required.
Textbooks and other bookstore materials can be ordered
online through MBS Direct Virtual Bookstore:
http://direct.mbsbooks.com/utd.htm. They are also available from UTD bookstore.
TECHNICAL REQUIREMENTS
In addition to a competent and confident level of computer
and Internet literacy, certain minimum technical requirements must be met to
enable a successful learning experience. Technical requirements include but are
not limited to:
Hardware
• A Pentium
processor or equivalent Mac system; Windows 98/Me/2000/XP or Mac OS 9.x or OS X
10.1.
• Internet
access with modem Note: High speed access (DSL, Cable Modem, TI) is preferable.
• 32 MB
system Ram; 200 MB free disk space or sufficient storage
• Sound
card
• CD-ROM
capabilities
Software
• Netscape
Navigator 4.7x or higher (but 4.78, 4.79 and 6.0-6.1 not supported), or
Internet Explorer 5.0 to 6.0 (but 5.5 SP1 not supported).
• MS Office
97/98 is the minimum standard. (Microsoft software is available at a nominal
cost from UTD Microsoft Program. For more information, visit Global MBA Online
Student Service web page at:
http://som.utdallas.edu/globalmba/gmba_online_services.htm).
• Virus
detection/protection software such as McAfee
• “Plug-ins”
tools such as current version of RealOne Player (available at:
http://www.real.com/realone/index.html) and Adobe Acrobat Reader (available at:
http://www.adobe.com/products/acrobat/readstep2.html)
• A zip
file expansion tool such as WinZip or Stuffit Expander (available at:
http://www.download.com).
Web Browser Configuration
For the WebCT courses to work properly, you need one of the
WebCT supported browsers listed above with JavaScript enabled and cookies
enabled. It is also important that you set the cache settings of your browser
to verify web documents “Every Time”. The methods for configuring these
settings vary among browsers. Please follow this web link provided by WebCT to
tune-up your browser: http://www.webct.com/tuneup/.
COURSE ACCESS AND NAVIGATION
This course is developed using a web course tool called WebCT.
It is to be delivered entirely online. You will be notified by email about the
course access information at the start of the course. You’ll need a UTD NetID
and password (your UTD Unix/Email ID and password) to access the course. If you
have not used a UTD NetID account yet, go to http://netid.utdallas.edu/ to
initiate your account shortly before or at the start of the semester. Your UTD
NetID is your WebCT ID to be used to log on to the UTD WebCT courses. For more
information, please check out this NetID FAQs page. The URL for the course
login page is: http://webct.utdallas.edu. You can login to the course whenever
you want. You are required to meet any deadlines for the assignments and exams
and also any schedules for class activities or tasks the course requires. You
should login to the course site regularly to check course updates, discussion
board messages and so on.
You’ll access “My WebCT” page after you login. The page
listed all the courses you’ve registered. You can click the course title to access
the course Home page which displays several icon links. Clicking each icon link
will take you to different subsidiary pages containing the course content
elements or built-in course tools. Some navigation components such as the
Navigation Bar with Course Menu on the left side, the Menu Bar and the path
link on the top and the Action Menu on the content page can help you navigate
within the course site.
To get started with a WebCT course, please see Getting
Started: Student WebCT Orientation. For more information about WebCT tool
usage, please see the WebCT’s Student Help Index. Within the course site, you
can always click HELP on the WebCT Menu Bar to find information and answers.
You can also check out the Orientation Center to Online Learning and WebCT
provided on WebCT’s web site. For more WebCT information and its learning
resources, visit http://www.webct.com.
If you have any problems with your UTD account or connection
to the UTD WebCT server, email: assist@utdallas.edu or call UTD computer help
call center at: 972-883-2911. If you encounter any technical difficulties with
the course, email: gmbasupport@utdallas.edu.
COMMUNICATIONS
WebCT built-in communication tools: There are four built-in
communication tools to facilitate learning, communication and collaboration. A
course conferencing system, the Discussion/Bulletin Board, allows course
participants to communicate with each other through message postings. Group
discussion areas have been setup for group members to collaborate on case
assignments. Other discussion areas may also be setup, please check your course
to see the list (if any). Use the private Email tool (within the WebCt
environment) to communicate one-on-one with instructor and classmates. The Chat
tool can be used for real time communication among course participants (groups
frequently use this tool to meet online). Please see specific information for
accessing Chat tool: http://som.utdallas.edu/training/chat.htm.
Communication policy for the course: Please use the communication
tools within the course to contact the instructor. You’re encouraged to use
Discussion board to post any course related questions and also provide any
answers you may have to other’s postings. Instructor will also use the bulletin
to post announcements and answers to general course questions. Use the course
email tool to send messages to the instructor only when it’s necessary for any
private course issues. Instructor/TA will reply to student emails or Discussion
board inquiries within 3 working days under normal circumstances.
MeetingPlace audio teleconference system: UTD maintains a
48-port telephone conferencing system from Latitude Communications. Online
instructors can use the system for class teleconference sessions during the
semester. Participants can access a meeting by dialing a “972” area code number
using any touch tone phone and entering a meeting code.
Three teleconferences are scheduled for the course. Access
instructions will be posted on the course Discussion under Course Announcements
topic. Please also see TeleConference Guide for general conference
participation and review instructions.
While different online programs in the School of Management
make regular use of the system for class discussions, conferencing is also available
for smaller groups of students for group discussions or group assignment
preparation. If you want to reserve a time slot, please send an email one week
in advance to gmbasupport@utdallas.edu with course name, student names and
email addresses, choice of date, and start and end times. Once a reservation
has been made, students will receive a confirmation and participation
instructions.
STUDENT ASSESSMENT
Grades will be assigned on the following:
Participation (completion of end of chapter quizzes) 10%
Midterm 30%
Group Case analyses 25%
Final Examination 35%
For the Midterm Chapters: 1-6 and for the Final Exam
Chapters: 7-13 will be covered. Multiple Choice Questions will be used for both
tests.
Group Case Analyses:
Groups of 5 students will analyze one case and prepare a
case solution paper.
• Groups of
5 people are assigned for Cases. The list of each group's members is posted. A
private group discussion area will also be set up for each grop to use on
course Discussions board.
• Each
group will be responsible for their case.
• A case
solution written paper, maximum 15 pages, double space, font size 11, will be
due at the end of the semester for grading.
One member of the group will submit the group project using the
“Assignment” icon link. Students will provide Peer Reviews regarding the fellow
group members’ participation in the Case Solutions. Please send a note to the
Professor for those group members fail to contribute or not responsive long
before the end of the term that Professor will communicate with them. The
Professor will also observe the members’ communications.
Please read the case, evaluate the situation based on
concepts covered in the textbook, in your Case Solution
Paper, summarize the case, provide appropriate financial
data as needed, highlight the problems, suggest solutions and develop a
strategy for the future. You will use the following Case Analysis Method below.
Please follow the same steps as explained. Please read the following carefully
and apply it properly. Marking will be made on the Case Analysis Rules and
Marking Scheme.
PROF. T. DALGIC
CASE ANALYSIS RULES (*) AND MARKING SCHEME
Step 1:
a. In general--determine who, what, how, where and when (the
critical facts in a case).
Gaining Familiarity b.
In detail--identify the places, persons, activities, and contexts of the
situation.
c.
Recognize the degree of certainty/uncertainty of acquired information.
Step 2: a. List all
indicators (including stated "problems") that something is not as
expected or as desired
Recognizing Symptoms b.
Ensure that symptoms are not assumed to be the problem (symptoms should lead to
identification of the problem).
Step 3 a. Identify
critical statements by major parties (e.g., people, groups, the work unit,
etc.).
Identifying goals b.
List all goals of the major parties that exist or can be reasonably inferred.
(10 Percent)
Step 4 a. Decide
which ideas, models, and theories seem useful.
Conducting the Analysis b.
Apply these conceptual tools to the situation.
c. As
new information is revealed, cycle back to substeps a and b.
(20 Percent)
Step 5 a. Identify
predicaments (goal inconsistencies).
Making the Diagnosis b.
Identify problems (descrepancies between goals and performance).
c.
Prioritize predicaments/problems regarding timing, importance, etc.
(20 Percent)
Step 6 a. Specify and
prioritize the criteria used to choose action alternatives.
Doing the Action Planning b.
Discover or invent feasible action alternatives
c.
Examine the probable consequences of action alternatives.
d.
Select a course of action.
e.
Design an implementation plan/schedule.(25 Percent)
f.
Create a plan for assessing the action to be implemented.
IMPORTANT DETAILS TO BE FOLLOWED:
1-Using a business/management mesearch method: SWOT,
Porter's 5-Forces, Return on Investment, Break-Even Analysis, Trend Analysis
etc.
2-Structure of the presentation-groupings of ideas under
categories and sub-categories depending upon the problems/issues for
investigating.
3-In-text " quoting " and in-text referencing (Year, Author's last
name, Page Number etc.) and a full List of References at the end of the
report-Grouped as: Web-based references- URL's, books, reports, interviews etc.
With the full names of authors, years of publications, dates, places etc. (15
PERCENT).
4-Going beyond the information given in the case:-Collecting
additional data from Primary and Secondary Sources to see what happened since
then and updating the reader whether the company has been successful after the
policies applied-. (10 PERCENT).
__________________________________________________________________________
(*) Source: C.C. Lundberg and C. Enz, (1993), "A
framework for student case preperation " Case Research Journal, 13
(summer): 144
For further information about Case Evaluation based on
Lundberg and Enz (1993) method outlined above, you can check with the following
link as well.
Please keep in mind
that I have further expanded the requirements of the study to make it
more research-based to meet the UTD’s research policy and traditions.
http://www.tsufl.edu/fwestfall/case/case_analysis_1.html#2
Please note that besides the case assgined to your group,
you are also required to read all other cases which will help you to better
understand the related topics of the course.
Case List:
Case 1 American
Express Interactive
Case 2 Bloomberg,
L.P.
Case 3 Cimetrics
Technology
Case 4 E-Loan: The
CarFinance.com
Case 5 GE's
Two-Decade Transformation: Jack Welch's Leadership
Case 6 Outback
Steakhouse Goes International
Case 7 Union Carbide
India Limited: The Bhopal Gas Incident
Case 8 West Point
Market - The Potential for Expansion
Case 9 The Roslin
Institute
Case 10 Skandia AFS
Assignment submission instructions: A group member will
submit the group case analysis (in the appropriate file format with a simple
file name and a file extension, no spaces or special characters) at the end of
the semester by using the Assignment Dropbox tool on the course site. Please
see the Assignments icon on the Evaluation Tools page. Click the assignment
name link and follow the on-screen instructions to upload your file(s) and
submit it. Please refer to the Help menu or the WebCT Student Guide for more
information on using this tool. Please note: each assignment link can only be
used once for submitting the assignment. The assignment link will be deactivated
after the assignment due date. After your submission is graded, you may click
on the assignment’s “Graded” link to check the results and view feedback. The
group member that submitted the group case analysis will be able to access the
graded results and needs to communicate these results to the other members (you
can copy and paste the feedback and grade into your group’s private discussion
area).
End of the Chapter Online Quizzes
Each chapter has a true or false quiz. You can access the
quizzes by going to Quizzes and Exams icon or click the quiz link when viewing
the course content page. Please use these quizzes as self-tests for the
chapters. 10% of the course grade is given for the completion of all the
quizzes as course participation grade.
Midterm
Online timed objective exam. It covers chapters 1-6, with 60
multiple-choice questions. You can access the exam by going to Quizzes and
Exams icon. The exam is to be completed within a 2-day time window.
Final
Online timed objective exam. It covers chapters 7-13, with
70 multiple-choice questions. You can access the exam by going to Quizzes and
Exams icon. The exam is to be completed within a 2-day time window.
Each quiz (exam) is timed and can only be accessed once
within the scheduled time window. Please read the on-screen instructions
carefully before you click the Begin Quiz button. After each quiz is graded and
released for reviewing, you may go back to the Quizzes and Exams page and click
the “View score” button of the quiz to review your quiz results
COURSE OUTLINE
SESSION WEEK CHAPTERS TOPIC Assignments/Activities
1 1 Chapter
1: Strategic Management: Creating Competitive Advantages
Quizzes
for Ch 1,
Lecture outlines Prof. Dalgic
Discusion Board-“Strategy is thinking the unthinkable”
2 2 2
Chapter 2: Analyzing the External Environment of the Firm
Quizzes
for Ch 2,
Lecture outlines Prof. Dalgic
Discussion Board:
“Never say never is the basic tenet of strategy”
3 3 3 Chapter
3: Assessing the Internal Environment of the Firm
Quizzes
for Ch 3,
Lecture outlinesProf. Dalgic
Discussion Board:
“Plans are not important, but planning is”
Teleconference: Guest Speaker:
Professor Gregg Dess
Utd-School of Management-The Textbook’s Co-Author
Saturday 29th. January 2005
At 2.00 pm. Dallas time
4 4 4 Chapter
4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible
Resources
Quizzes
for Ch 4,
Lecture outlines Prof. Dalgic
Discussion Board:
“The best assets of any organization are its people”
5 5 5 Chapter
5: Business-Level Strategy: Creating and Sustaining Competitive Advantages
Quizzes
for Ch 5,
Lecture outlines Prof. Dalgic
Discussion Board:
“American Airlines were among the best ailrline companies in
early 1980s, today it is strugling to survive. What went wrong?”
6 6 6 Chapter
6: Corporate-Level Strategy: Creating Value through Diversification
Quizzes
for Ch 6,,
Lecture outlines Prof. Dalgic
Discussion Board:
“Extreme diversification may lead companies to spread too
thin” Is this a correct statement?
7 7 MIDTERM WEEK
8 8 7 Chapter
7: International Strategy: Creating Value in Global Market
Quizzes
for Ch 7,,
Lecture outlines Prof. Dalgic
Teleconference:Guest Speaker:
Professor S. Tamer Cavusgil, Michigan State University
Marc 5th. Saturday
At 2.00 pm. Dallas time.
Discussion Board:
“Globalization has 3 tenets-Global Demand, Global
Production, Global Management”
9 8 Chapter 8: Digital Business
Strategy: Leveraging Internet and E-Business Capabilities
Quizzes
for Ch, 8
Lecture outlines Prof. Dalgic
Teleconference: Professor Tevfik Dalgic
Discussion Board:
“Internet is an enabler not a strategy itself”
10 10 9 Chapter
9: Strategic Control and Corporate Governance
Quizzes
for Ch. 9
Lecture outlines Prof. Dalgic
Discussion Board:
“Too much control kills initiative and creativity”
11 11 10 Chapter
10: Creating Effective Organizational Designs Quizzes
for Ch. 10 Lecture outlines Prof. Dalgic
Discussion Board:
“Organizations are living creatures”
12 12 11 Chapter
11: Strategic Leadership: Creating a Learning Organization and an Ethical
Organization Quizzes for
Ch. 11 Lecture outlines Prof. Dalgic
Discussion Board:
“Organizations are living creatures”
13 13 12 Chapter
12: Managing Innovation and Fostering Corporate Entrepreneurship Quizzes for Ch. 12
Lecture outlines Prof. Dalgic Teleconference:Guest Speaker:
Professor Steven Phelan-University of Nevada-Las Vegas
Date: April 9, 2005 at 2.00 pm. Dallas time.
Discussion Board:
“Risk taking is not gambling”
14 14 13 Chapter-13
Recognizing Opportunities and Creating New Ventures
Quizzes
for Ch. 13
Power Point Presentations
15 15 Chapter-14 Analyzing
Strategic Management Cases
Project
Groups will finalize and submit their Case Analyses
By applying the required format of
CASE ANALYSIS RULES AND MARKING SCHEME
GROUP CASES
ANALYSES DUE
16 16 Exam
FINAL EXAMINATION
* If there are any time/date changes, the class will be
notified under Course Announcement on Discussions board.
Top
COURSE EVALUATION
As required by UTD academic regulations, every student
should complete an evaluation for the course at the end of the semester. An
online instructional assessment form will be made available. Please look for
the course evaluation link on the course HOME page toward the end of the
semester.
POLICY ON SCHOLASTIC DISHONESTY
The university has policies and procedures regarding
scholastic dishonesty. Detailed information is available at:
http://www.utdallas.edu/student/slife/dishonesty.html. All students are
expected to maintain a high level of responsibility with respect to academic honesty.
Students who violate university rules on scholastic dishonesty are subject to
disciplinary penalties, including the possibility of failure in the course
and/or dismissal from the university. Since such dishonesty harms the
individual, all students and the integrity of the university, policies on
scholastic dishonesty will be strictly enforced.
For more theory and case studies on: http://expertresearchers.blogspot.com/
For Premium Academic and Professional Research: jumachris85@gmail.com
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